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What I learned from burning my house…A Sense of UrgencyRobin DymondInnovelYves Hanoulle PairCoaching.net
About()Yves HanoulleRobin Dymond, CSTChange ConsultantTraining, Coaching  & Consultancy Services on agile & Team practicesin EMEA. Trainer, Management Consultant and CoachTraining, Coaching organizations on Scrum, Agile and Lean.Certified Scrum Trainer2
You.About(1 minute)Who are you?What makes you different?What would be the successful outcome of this talk for you?3
AgendaIntro
Complacency
False sense of Urgency
True sense of Urgency
Bring the outside in
Behave with Urgency every day
Find the opportunities in a crises
Dealing with NONO’s
Keep the urgency up4
Model, you apply it, our experience5
Referee Cards6
Why are we are here?Kotter: 70% of change efforts fail.Womack: few companies adopting Lean become Lean organizationsOrganizations are struggling with transitioning to AgileThe problem of change is a universal issueIt’s about creating Learning organisations7
Intro I: 1991/08/01 19:368
Intro II9
Intro III10
Notes 1What were the ramifications of this devastating fire? For you, for the family? What did you lose? What did it cost?How does this accident relate to you? Were you complacent? Was it just an accident? How did it change you?11
Complacency12
Complacency13
ComplacencyWiktionary:A feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleMerriam-Webster:a feeling of being satisfied with how things are and not wanting to try to make them better : a complacent feeling or condition14
Complacency15
What is Complacency in Software development?16
ComplacencyManual build
Manual testing
Not updating practises/Technology
Solo programming
Not fixing failing build
Complicated proces with # steps without value
“That’s the way we work here”
Not changing the organisation
Blame the messenger17
False Urgency18
What is False Urgency in Software development?19
False UrgencyMany meetings
Heavy process with many approvals
Detail estimates for detailed requirements
Overtime for months
Many more meetings
Over assigning work to ensure everyone is 100% active
Check the hours instead of the results
Micro management
Adrenaline Junkies
E-mail, twitter, phone20

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What I Learned From Burning Down My House

Editor's Notes

  1. 1 Augustus 1991 20 hour: My sister Karien calls her boyfriend from her holiday.
  2. I’m answering the phonecall. I’m asking her if my father is around, if she can ask him to come to the phone and she can get a pencil and some paper. My sister wants to know what happens and freks out when I insist she passes my father.
  3. I tell my father his house burned down. I have to repeat it three times.
  4. ZelfgenoegzaamheidA feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleComplancecy embraces the staus quoMy parents were not happy with their houseThey had a very expensive loanRelation was on cruise control
  5. Zelfgenoegzaamheidcomplaisancesatisfactioncontentement de soi
  6. ZelfgenoegzaamheidA feeling of contentment or self-satisfaction , especially when coupled with unawareness of danger or troubleComplancecy embraces the staus quoMy parents were not happy with their houseThey had a very expensive loanRelation was on cruise control
  7. This is filled with energyFalse Urgency is built on a platform of anxiety and angerMore activity then productivityPassive aggresion
  8. Too busy driving to take gas??PO /SM Too busy to attend demo’s Sprint reviews?
  9. Aim for the heart not for the senseGreat leaders win over the hearts and minds of others
  10. I read 20 to 30 pages a day, not just on software developmentI spend 20% of my income on training and courses.Listen to your customer interfacing employeesShow them don’t tell themGive as much disquiting information to as many peopleMake it clear the blame game will not be toleratedSend people out Bring people in
  11. Too busy driving to take gas??PO /SM Too busy to attend demo’s Sprint reviews?
  12. Teh medium is the messageStart meetings on timeAct VS WaitRespond fast, move nowClear the desks (agenda)Be visible urgent
  13. MESware: 2006 7 am: I got a message on my answering machine from my boss at MESware. The building was caught in a fire from the factory below us. I’m asked not to come to work.I’m calling him. He clearly is down. I’m telling him I’m comming anyway,we’ll figure out a way to work from someone’s home.I warn my wife, don’t count on me to help with our two small kids.I start to dis-assemble my home office.By 10 AM me and 4 college’s are working in one of thems home.We do warn our russian collegaue’s.
  14. My parents have a better home and are still togetherI learned to ask for helpFire at MESware 2006/02/27  first time there was a teamMan on the moon (Before the russians were winning the race for SpaceBush used 9/ 11Stop the line
  15. A NONO is more then a skeptical
  16. A NONO is more then a skeptical
  17. A NONO is more then a skeptical
  18. I like the respect for people
  19. We are one team we either trust eacher or not
  20. This comes from the first book on retrospectives from Norman Kerth. This was not about agile retrospectives but more about Post-Mortems. Still Norman has great idea’s and is one of the must read books for anyone that wanst to facilitate Retrospectives.The other one is Agile retrospectives on which most idea’s from this talk come from.
  21. Children at breakfast
  22. A sense of urgency will only become more essential
  23. SPACIBA diagoyou